1. Understanding Groups & Teams Ch 15

2. Understanding Groups Group Two or more interacting and interdependent individuals who come together to achieve particular goals. Two or more interacting and interdependent individuals who come together to achieve particular goals. Formal groups Formal groups Work groups defined by the organization’s structure that have designated work assignments and tasks. Appropriate behaviors are defined by and directed toward organizational goals. Appropriate behaviors are defined by and directed toward organizational goals. Informal groups Informal groups Groups that are independently formed to meet the social needs of their members.

3. Stages in Group Development Forming Members join and begin the process of defining the group’s purpose, structure, and leadership. Members join and begin the process of defining the group’s purpose, structure, and leadership.Storming Intragroup conflict occurs as individuals resist control by the group and disagree over leadership. Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.Norming Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior. Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior.Performing A fully functional group structure allows the group to focus on performing the task at hand.Adjourning The group prepares to disband and is no longer concerned with high levels of performance.

4. Work Group Behavior Internal Variables Affecting Group Behavior The individual abilities of the group’s members The individual abilities of the group’s members The size of the group The size of the group The level of conflict The level of conflict The internal pressures on members to conform o the group’s norms The internal pressures on members to conform o the group’s norms

5. Conditions Affecting Group Behavior External (Organizational) Conditions Overall strategy Overall strategy Authority structures Authority structures Formal regulations Formal regulations Available organizational resources Available organizational resources Employee selection criteria Employee selection criteria Performance management (appraisal) system Performance management (appraisal) system Organizational culture Organizational culture General physical layout General physical layout Internal Group Variables Individual competencies and traits of members Group structure Size of the group Cohesiveness and the level of intragroup conflict Internal pressures on members to conform o the group’s norms

6. Group Structure Role The set of expected behavior patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction. The set of expected behavior patterns attributed to someone who occupies a given position in a social unit that assist the group in task accomplishment or maintaining group member satisfaction. Role conflict: experiencing differing role expectations Role conflict: experiencing differing role expectations Role ambiguity: uncertainty about role expectations Role ambiguity: uncertainty about role expectations

7. Group Structure (cont’d) Norms Acceptable standards or expectations that are shared by the group’s members. Acceptable standards or expectations that are shared by the group’s members. Common types of norms Common types of norms Effort and performance Output levels, absenteeism, promptness, socializing Output levels, absenteeism, promptness, socializingDressLoyalty

8. Group Structure (cont’d) Conformity Individuals conform in order to be accepted by groups. Individuals conform in order to be accepted by groups. Group pressures can have an effect on an individual member’s judgment and attitudes. Group pressures can have an effect on an individual member’s judgment and attitudes. The effect of conformity is not as strong as it once was, although still a powerful force. The effect of conformity is not as strong as it once was, although still a powerful force. Groupthink Groupthink The extensive pressure of others in a strongly cohesive or threatened group that causes individual members to change their opinions to conform to that of the group.

9. Group Structure (cont’d) Status System The formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioral motivator. The formal or informal prestige grading, position, or ranking system for members of a group that serves as recognition for individual contributions to the group and as a behavioral motivator. Formal status systems are effective when the perceived ranking of an individual and the status symbols accorded that individual are congruent.

10. Group Structure: Group Size Small groups Complete tasks faster than larger groups. Complete tasks faster than larger groups. Make more effective use of facts. Make more effective use of facts. Large groups Solve problems better than small groups. Solve problems better than small groups. Are good for getting diverse input Are good for getting diverse input Are more effective in fact- finding. Are more effective in fact- finding. Social Loafing The tendency for individuals to expend less effort when working collectively than when work individually

11. Group Structure (cont’d) Group Cohesiveness The degree to which members are attracted to a group and share the group’s goals. The degree to which members are attracted to a group and share the group’s goals. Highly cohesive groups are more effective and productive than less cohesive groups when their goals aligned with organizational goals.

12. Group Processes: Group Decision Making Advantages Generates more complete information and knowledge. Generates more complete information and knowledge. Generates more diverse alternatives Generates more diverse alternatives Increases acceptance of a solution Increases acceptance of a solution Increases legitimacy of decision Increases legitimacy of decisionDisadvantages Time consuming Minority domination Pressures to conform Ambiguous responsibility

13. Group Processes: Conflict Management Conflict The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks. The perceived incompatible differences in a group resulting in some form of interference with or opposition to its assigned tasks. Traditional view: conflict must it avoided. Human relations view: conflict is a natural and inevitable outcome in any group. Interactionist view: conflict can be a positive force and is absolutely necessary for effective group performance.

14. Group Processes: Conflict Management (cont’d) Categories of Conflict Functional conflicts are constructive. Functional conflicts are constructive. Dysfunction conflicts are destructive. Dysfunction conflicts are destructive. Types of Conflict Task conflict: content and goals of the work Task conflict: content and goals of the work Relationship conflict: interpersonal relationships Relationship conflict: interpersonal relationships Process conflict: how the work gets done Process conflict: how the work gets done

15. Group Processes: Conflict Management (cont’d) Techniques to Reduce Conflict: Avoidance Avoidance Accommodation Accommodation Forcing Forcing Compromise Compromise Collaboration Collaboration

16. Group Tasks Highly complex and interdependent tasks require: Effective communications: discussion among group members. Effective communications: discussion among group members. Controlled conflict: More interaction among group members. Controlled conflict: More interaction among group members.

17. Advantages of Using Teams Teams outperform individuals. Teams provide a way to better use employee talents. Teams are more flexible and responsive. Teams can be quickly assembled, deployed, refocused, and disbanded.

18. What Is a Team? Work Team A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. A group whose members work intensely on a specific common goal using their positive synergy, individual and mutual accountability, and complementary skills. Types of Teams Problem-solving teams Problem-solving teams Self-managed work teams Self-managed work teams Cross-functional teams Cross-functional teams Virtual teams Virtual teams

19. Types of Teams Problem-solving Teams Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems Employees from the same department and functional area who are involved in efforts to improve work activities or to solve specific problems Self-managed Work Teams A formal group of employees who operate without a manager and responsible for a complete work process or segment. A formal group of employees who operate without a manager and responsible for a complete work process or segment.

20. Types of Teams Cross-functional Teams A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks. A hybrid grouping of individuals who are experts in various specialties and who work together on various tasks. Virtual Teams Teams that use computer technology to link physically dispersed members in order to achieve a common goal. Teams that use computer technology to link physically dispersed members in order to achieve a common goal.

21. Characteristics of Effective Teams Have a clear understanding of their goals. Have competent members with relevant technical and interpersonal skills. Exhibit high mutual trust in the character and integrity of their members. Are unified in their commitment to team goals. Have good communication systems. Possess effective negotiating skills Have appropriate leadership Have both internally and externally supportive environments